Act in accordance with organisational procedures following incidents of violence at work

This standard is about acting in accordance with organisational procedures following incidents of violence at work. It includes the skills and knowledge required for ensuring that the necessary information is communicated to the relevant employees whilst maintaining appropriate confidentiality and the follow up procedures are actioned.

This standard is for anyone who needs to act in line with organisational procedures after an incident of violence at work.

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1. collate and record the facts relating to the incidents of violence at work
2. carry out an investigation following incidents of violence at work
3. maintain confidentiality about the incidents and everyone involved
4. share details about the incident with responsible persons
5. brief managers and responsible persons about the incident and who was involved
6. clarify all details and answer any questions about the incident
7. discuss possible consequences and confirm actions to follow after the incident
8. confirm the reporting procedures for any types of incidents
9. handle queries about the incidents in accordance with organisational policies and procedures
10. communicate with relevant employees respecting confidentiality of everyone involved in the incidents
11. review your organisational procedures in relation to violent incidents on a regular basis

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1. the procedures for safeguarding confidentiality in accordance with data protection regulation
2. your legal duties for ensuring your and other employees’ well-being, safety and health in the workplace
3. the channels of communication within your organisation
4. the relevant procedures for reporting injuries, diseases, near misses and dangerous occurrences
5. the organisation’s policy and procedures relating to the prevention of violence at work
6. the procedures relating to internal and external communications following an incident of violence
7. how to deal with external people in terms of confidentiality and privacy
8. how to handle queries from external sources and who the spokesperson is for such situations
9. the messages that should be conveyed and emphasised during external communications
10. the importance of sharing the relevant details in a timely manner
11. the importance of reassuring all employees about their health and safety
12. how to respond to questions and queries in relation to incidents of violence
13. to whom employees should take their concerns and complaints
14. the importance of following up the strategy within organisational and legal requirements
15. the relevant legislation for health and safety at work
16. the rules and etiquette of social media and online methods of communication
17. the legal responsibilities and your organisation’s policy and procedures

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Aggressive behaviour
Any behaviour or actions aimed at harming a person or damaging physical property.

Aggressive communication
A style of communication in which individuals express their feelings and opinions and advocate for their needs in a way that violates the rights of others.

Conflict
A state of opposition and disagreement between two or more people or groups of people, which is sometimes characterised by verbal abuse, threatening behaviour or physical violence.

Conflict Management
The practice of identifying and handling conflict in a sensible, fair, and efficient manner. Conflict management requires such skills as effective communicating, problem solving, and negotiating with a focus on common interests and safeguarding all concerned.

Dynamic Risk Assessment
This is a continuous assessment of the risks faced in a situation as it unfolds to ensure the safest and most effective response is being employed.

Equipment
These could include equipment such as pagers, mobile phones, walkie-talkies, panic buttons, public address systems, etc.

Evaluation
The process of determining whether an item or activity meets specified criteria.
It can include comparing the adequacy of policies and procedures with current practice or professional standards to manage work-related violence.

Generic Risk Assessment
It is:

• an examination of the work and workplace activities to identify what could cause harm to people (a hazard); and
• an assessment of the chance, high or low, that somebody could be harmed by the hazards identified, together with an indication of how serious the harm could be (the risk).

On the basis of this assessment a decision is made as to what prevention or control measures should be taken to prevent the possibility of harm.

Physical Intervention
This should include personal safety techniques to reduce the impact of hazardous behaviours, protective stances, disengagement and breakaway techniques” (when responding to physically threatening behaviours or defending oneself or another) or “restraint techniques” (when physically restricting a person’s movement).

Positive Working Environment and Culture
A working environment and culture which does not tolerate any violent behaviour.

Procedures
A series of steps following in a regular definite order that implements a policy.

Precautionary Measures
These could include: protective barriers, protective clothing, security responses, working in pairs or teams instead of lone working, etc.

Responsible Person
A person named in the organisation’s procedures as having responsibility for incidents of violence at work.

Risk
A risk is the likelihood of potential harm from that hazard being realised.
The extent of the risk depends on:

• the likelihood of that harm occurring;
• the potential severity of that harm, i.e. of any resultant injury or adverse health effect; and
• the population which might be affected by the hazard, i.e. the number of people who might be exposed.

Source: HSE “Management of health and safety at work –Approved Code of Practice & Guidance”.

Safe Working Practices
Established safe methods of carrying out activities, procedures or techniques used in carrying out your job or work activities to deliver a service with levels of quality and efficiency required by the organisation.

Service Users
Examples are: school students, patients, clients, passengers, customers, detainees, the public, parents, volunteers and carers.

Triggers of Violence
Factors that might cause violence to occur. They can be categorised in four different types:

• temporary personal factors for example, the service-user being uncomfortable from a lack of food, warmth, light, or presenting challenging behaviour whilst under the influence of drink or drugs, or
• persistent personal factors such as deteriorating mental health, having a difficulty or disability, which prevents normal communication, movement or behaviour, or
• temporary environmental factors such as a hot, noisy, crowded room, poor work dynamics in terms of furniture layout, etc., or
• persistent environmental factors such as too much being expected of the service-user, or the quality of the service offered consistently failing to meet the required standards of the user.

Work-related Violence
The Health and Safety Executive’s definition of work-related violence is: “Any incident in which a person is abused, threatened or assaulted in circumstances relating to their work‟.

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ACAS https://www.acas.org.uk/
Equality and Human Rights Commission http://www.equalityhumanrights.com/
Institute of Conflict Management https://instituteofconflict.management/
The Health and Safety Executive (HSE) http://www.hse.gov.uk/
Trade Union Congress http://www.tuc.org.uk/
Victim Support www.victimsupport.org

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1

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2030

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Current

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Original

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Instructus

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CFAPMVW10

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Managers and Senior Officials, Personnel, Training and Industrial Relations Managers , Trade Union Representatives and Professionals, Personnel and industrial relations officers

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1135

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Prevention; Management; Work; Communication; Incident; Violence

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